Research And Design On Performance Management System Of BD Company

As global competition intensifies and the internal and external environments of corporations change drastically, many small and medium enterprises(SMEs) have established corresponding performance management system, in order to increase their competitiveness in the market. However, many of these management systems are not effective enough. The management levels of managerial staff in SMEs are relatively low, and the concepts of performance assessment and performance management are often mixed up by managers. The assessment result is often directly utilized as the basis for determining employee salary, bonus and promotion, without the consideration of the difference between assessment and management and the importance of management. A portion of the SMEs are trying to establish their own performance assessment system. However, for the lack of relevant experience and technical expertise, the implementation is a major issue. For the above reason, the establishment of a scientific and practical performance management system is highly necessary for every domestic corporation, especially SMEs.In order to determine key corporation performance indicator, key department performance indicator and key personal performance, this thesis utilized the method of combining theory analysis and corporation case analysis. Through mass resourcing, the starting point is set at the core objective of performance management, and the strategic map of the balanced score card and tools such as the fishbone diagram in key performance indicator are utilized. A set of yard stick is then introduced for these indicators, granting them measurability. Personal, departmental and corporation strategic goals are closely linked to address the existing serious defects in the current management system of BD Corporation. The ultimate objective is to increase staff performance and realize corporation strategic goal. Through the device of a scientific and feasible management system, the needs of more SMEs are met. It is the sincere wish of the author that the research serves as meaningful reference for the performance management of domestic SMEs.